scholarly journals Internatiоnal practice оf the cоncepts use оf “HR audit”, “staff audit”, “persоnnel audit”

2019 ◽  
Vol 3 (3) ◽  
pp. 94-101 ◽  
Author(s):  
Nataliia Bieliaieva
Keyword(s):  
Human Resource ◽  
Personnel Management ◽  
Hr Management ◽  
The Future ◽  
The Difference ◽  
The Way

Іntrоductіоn. Persоnnel management іs a multіfaceted and extremely cоmplex prоcess, characterіzed by іts specіfіc features and patterns. Tоday, effectіve HR management іs оne оf the key pоіnts іn іmprоvіng prоductіvіty and creatіng cоmpetіtіve prоducts. Іncоmpetence оf managers іn thіs fіeld leads tо іneffіcіent use оf human resоurces іn the cоndіtіоns оf fіerce cоmpetіtіоn amоng exіstіng enterprіses. Іn thіs regard, enterprіses need tо cоnduct a cоmprehensіve analysіs that wіll іdentіfy prоblems and prevent them frоm оccurrіng іn the future. Such an analysіs may be presented іn the fоrm оf a staff audіt, hr audіt, persоnnel audіt. At the same tіme, sіnce thіs cоncept іs bоrrоwed frоm іnternatіоnal experіence, іt іs apprоprіate tо іnvestіgate this dіfference between оf the cоncepts оf “HR audіt”, “staff audіt”, “persоnnel audіt” іn the іnternatіоnal practіce. Aіm and tasks. The purpоse оf the research іs tо study the іnternatіоnal practіce оf applyіng the cоncepts оf «HR audіt», «staff audіt», «persоnnel audіt». Results. Оrganіzatіоns are cоntinuоusly evоlvіng. But if we are gоing tо talk abоut the pоlіcіes and prоcedures, they оften remaіn unchanged. Sо tо dіmіnіsh legal іssues and tо be sure that a cоmpany stіll cоmplіes wіth the labоr and emplоyment laws, іt іs іmpоrtant tо perfоrm an audіt in personnel management sphere. It cоuld sоund like dauntіng, but, really, іt іs a valuable tооl that can help the cоmpany tо stay up tо date and be able tо thrіve all the time. The analysis of the use of the terms "human resource audit", "staff audit", "personal audit" in international practice is carried out. The connection between the term "HR audit" and personnel management is justified. The difference in the application of concepts in international practice is determined. Cоnclusіоns. The term “HR audіt” іs mоre new and wіder, than “persоnnel audіt” оr “staff audіt”. Cоmpanies need tо use this audіt tо prоvіde recоmmendatіоns whіch wіll help them tо іmprоve оperatіоns, prоductivity, effectiveness. As a  rule, HR prоfessіоnals can perfоrm this analysis, this assessment by themselves, but they alsо can hіre an external оrganizatiоns. Systematіcally cоnductіng an HR audіt wіll  alsо make a pоsіtіve impact оn the emplоyees, knоwіng that their cоmpany takes an actіve steps tо make better theirs wоrkіng cоndіtіоns. Such changes wіll pоsitively influenced the way оf wоrkіng and alsо іncreased emplоyee mоrale.

Organization Theory and HRM

2009 ◽  
Author(s):  
Tony J. Watson
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Organization Theory ◽  
Work Organizations ◽  
Organizational Processes ◽  
Organizational Activity ◽  
The Future ◽  
The Way

This article aims to identify the contributions that have been made by ideas from organization theory to our understanding of the organizational activity of human resource management — and its earlier ‘personnel management’ manifestation. Attention is also given to ways in which greater use might be made of organization theory in the analysis of HRM activities and processes in the future. HRM processes are organizational processes. They occur within all work organizations and they cannot be understood separately from the way in which organizations themselves are perceived.

HR Analytics, People Analytics, Workforce Analytics and Talent Analytics. What is the difference between them

2021 ◽  
pp. 63-68
Author(s):  
I. Yu. Bokatenko ◽  
N.V. Sidorov
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Scientific Article ◽  
The Difference ◽  
The Relationship

This article presents the results of a study aimed at analyzing the concepts in the field of human resource management. An attempt is made to identify and establish differences between the concepts of HR Analytics, People Analytics, Workforce Analytics and Talent Analytics. The aim of the work is to identify the differences between modern concepts in human resource management. The relevance of this work is based on the emergence of a large number of similar concepts in the field of personnel management, which many employees and employers use as synonyms. When preparing the scientific article, the following tasks were set and solved: the essence of the concepts of HR Analytics, People Analytics, Workforce Analytics and Talent Analytics was investigated, the relationship between these concepts was analyzed, the dynamics of people»s interest in the concepts of HR Analytics, People Analytics, Workforce Analytics, Talent Analytics was revealed, and the differences between these concepts were established.

The Unity of Action

2019 ◽  
pp. 49-92
Author(s):  
John Schwenkler
Keyword(s):  
Intentional Action ◽  
Donald Davidson ◽  
The Future ◽  
The Difference ◽  
The Way

This chapter discusses the argument of Sections 19-27 of G.E.M. Anscombe’s Intention. It begins by considering Anscombe’s arguments that action is not intentional because of an “extra feature” of the agent, and that the concept of intentional action, as something to which a special sense of “Why?” can be given application, depends on the possibility of expressing intention for the future and describing one’s further intentions in acting. The chapter then considers Anscombe’s treatment of these last two concepts, showing how they yield a rich account of action as a teleological unity. Consideration is paid to the difference between Anscombe’s account of the unity of action and that of Donald Davidson. Finally, Anscombe’s account of the distinction between intention and foresight is discussed, with particular attention to the way that foreseen consequences stand in a different relation of dependency to an action than things that a person brings about intentionally.

Preliminaries

2019 ◽  
pp. 3-16
Author(s):  
John Schwenkler
Keyword(s):  
Intentional Action ◽  
Preliminary Discussion ◽  
The Future ◽  
State Of Mind ◽  
The Difference ◽  
The Way

This chapter discusses the argument of Sections 1-4 of G.E.M. Anscombe’s Intention. Attention is paid to the “three headings” under which she introduces her topic: expression of intention, intentional action, and intention in acting; and then to her preliminary discussion of expression of intention. Important concepts that are discussed in this chapter include the relation between the expression of intention and prediction, the question of what is described in expressing an intention, the difference between how expressions of intention and estimates of the future are grounded or justified, and the way that expressions of intention set the standard of correctness for the events that they describe. The chapter also explores Anscombe’s reasons for considering the topic of intentional action before attempting to characterize intention as an inner state of mind.

Style of Personnel Management in a Digital Economy

2019 ◽  
Vol 8 (1) ◽  
pp. 68-70
Author(s):  
Е. Молчанова ◽  
E. Molchanova ◽  
Н. Захаров ◽  
N. Zaharov
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Leadership Style ◽  
Digital Economy ◽  
Management Style ◽  
Current Status ◽  
Current State ◽  
The Future

The article gives the study the transformation of leadership style in the era of the digital economy. The influence of digital companies, the personality of the manager, the peculiarities of work on the style of human resource management are considered. The article shows the current state, its change under the influence of digital companies, the personality of the leader, the features of work on the style of personnel management. The article specifies current status of people management and its change under such factors like the influence of digital companies, personality of the manager and work specifics. The purpose of the article is to find out the answers to the following questions: what was the management style before? What is the management style of the future? Are such factors like the personality of the manager, the specifics of the work, its importance and complexity, the level at which management is carried out effect on the leadership style? To answer these questions, the leadership style in one of the world’s leading companies was reviewed.

scholarly journals Narrative and Narrativization of A Journey: Differences between Personal and Fictional Narratives

2019 ◽  
Vol 12 (1) ◽  
pp. 205-215
Author(s):  
Chiara Fioretti ◽  
Debora Pascuzzi ◽  
Andrea Smorti
Keyword(s):  
Narrative Skills ◽  
Fictional Narratives ◽  
Different Types ◽  
The Future ◽  
The Difference ◽  
Fictional Story ◽  
The Way

Background:Scholars depict a deep connection between the way children remember their personal past and imagine the present and the future (Vygotskji, 2004; Brockmeier, 2015). Nevertheless, several studies indicate that children are prone to relate well-formed stories about past personal events but report difficulties in constructing narratives from fictional events. Objective:The present study aims to investigate the differences between school-aged children’s personal and fictional narratives about a journey, considering different types of stories they structured. Methods:220. 8 to 10-year old children randomly divided into three groups, performed a narrative on a journey: 70 narrated a memory on a journey, 92 narrated an ideal trip and 58 narrated a fictional story from a given orientation. The presence and the type of complicating action were assessed to investigate children's ability to present well-structured narratives. Results:The results showed that children were more able to construct stories with complicating action when they narrated personal events and when they were scaffolded by an incipit. Furthermore, in fictional narratives with incipit, children narrated multiple Complicating action creating a continuous violation of canonicity. Conclusions: The authors discuss the results considering the difference between narrative and narrativization of personal and fictional events and the importance of scaffolding children’s narrative skills.

Investigation of the Application of Human Resources Management Technologies in Telecommunication Company

2017 ◽  
Vol 6 (4) ◽  
pp. 32-35 ◽  
Author(s):  
М. Коробкина ◽  
M. Korobkina ◽  
Л. Ширяева ◽  
L. Shiryaeva
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Human Resources Management ◽  
Theory And Practice ◽  
Resources Management ◽  
Hr Management ◽  
The Social

Among all the social concepts of the 20th and 21st centuries, one of the most important is the concept of human resource management technologies. Personnel management technologies occur as a link between the theory and practice of HR management, acting as a way to increase the efficiency of staff activities, as well as to coordinate the interests of the organization and employees. The article raises the problems of using of the technologies of personnel management in the company’s activities and the prospects for implementing human resources technologies into the practice of personnel management. The authors made a research in order to study the situation of application of various HR technologies in the activities of the federal telecommunications company. The results of this study allow us to see not only the problems that now occur in the implementation of human resource management technologies in the practice of the company, but also to find the ways to solve them and to optimize the activity of HR departments.

The Content of the Concept of «Human Resource Management» In HR Management, Explaining the Emergence of «New» HR Managers

2021 ◽  
pp. 52-56
Author(s):  
M. Cibareva
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Business Processes ◽  
Network Resources ◽  
Domestic Literature ◽  
Personnel Costs ◽  
Hr Management ◽  
Hr Managers

The article discusses the content of the concept of "human resource management". The prerequisites for the emergence of a new model of personnel management are revealed. Approaches to determining the content of personnel management are proposed: traditional, resource and evolutionary. A review of foreign and domestic literature has shown that the development of human resource management in HR management is associated with such indicators as greening and sustainability, which have determined the emergence of new areas as "green" practices in HRM. The competence - based approach to personnel management has increased the innovative activity of organizations. Evolutionary HR management has defined a set of new competencies for HR professionals, such as the ability to work with a large array of information; the ability to use network resources and change the digital environment in management; focus on the organization's HR policy, and others. There is a need for specialists who are able to translate the current activities of the organization into business processes, are able to automate management and increase labor productivity, and are able to optimize personnel costs. It also provides an analysis of salaries in terms of employers ' requirements for "new" HR managers.

The way of the future

1973 ◽  
Vol 131 (2) ◽  
pp. 285-287 ◽  
Author(s):  
R. A. Rosati
Keyword(s):  
The Future ◽  
The Way

Less Power, Greater Conflict

2018 ◽  
Vol 49 (1) ◽  
pp. 47-62 ◽  
Author(s):  
Petra C. Schmid
Keyword(s):  
Low Power ◽  
High Power ◽  
Goal Pursuit ◽  
Goal Conflict ◽  
Personal Goals ◽  
Multiple Goals ◽  
Objective Performance ◽  
The Future ◽  
The Way

Abstract. Power facilitates goal pursuit, but how does power affect the way people respond to conflict between their multiple goals? Our results showed that higher trait power was associated with reduced experience of conflict in scenarios describing multiple goals (Study 1) and between personal goals (Study 2). Moreover, manipulated low power increased individuals’ experience of goal conflict relative to high power and a control condition (Studies 3 and 4), with the consequence that they planned to invest less into the pursuit of their goals in the future. With its focus on multiple goals and individuals’ experiences during goal pursuit rather than objective performance, the present research uses new angles to examine power effects on goal pursuit.

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